the impact of administrative empowerment on organizational...
TRANSCRIPT
International Journal of Economics, Commerce and Management United Kingdom Vol. VI, Issue 10, October 2018
Licensed under Creative Common Page 580
http://ijecm.co.uk/ ISSN 2348 0386
THE IMPACT OF ADMINISTRATIVE EMPOWERMENT ON
ORGANIZATIONAL CITIZENSHIP LEVEL ON SAUDI UNIVERSITIES
Atallah "Mohammed Tayser" Alsharah
Associate Professor - Business Administration Department
Imam Muhammad IbnSau'd Islamic University, Riyadh, Kingdom of Saudi Arabia
Abstract
This study aims at investigating the impact of administrative empowerment on Organizational
Citizenship Level on Saudi universities. The study population consists of all employees in eight
universities under study with different jobs names. Random sample from these universities
employees was used where. (380) questionnaires were distributed to eight universities, (342)
questionnaire we recollected that is 90% as a response rate. (14) Questionnaire were
disregarded due to incompleteness, so (328) questionnaires were valid for statistical analysis
purposes. The study concluded a set of results; the most important is that there is a statistically
significant positive impact of administrative empowerment (authority delegation teams work,
training, effective communication, employees motivation) on the behavior of organizational
citizenship behavior (altruism, courtesy, sportsmanship, Civic Virtue and Conscientiousness),
The results also showed that authority delegation dimension, is the most important and most
influential dimension in organizational citizenship behavior and all its dimensions. This means
sufficient authorization powers to perform tasks and to trust subordinates, and providing the
opportunity for independent decision taking to contribute positively in enhancing organizational
citizenship behavior. Finally, the study recommended a set of recommendations, the most
important of which is the need for top management in Saudi university to continue granting
powers to employees in order to be independent to make decisions, and Inculcating
organizational citizenship behavior in Saudi universities employees by encouraging them to help
their colleagues and students, avoiding conflicts in work, exploiting their time in work and
ensuring the development and improvement of their tasks.
Keywords: Administrative empowerment, Organizational Citizenship, Saudi universities, HR
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 581
INTRODUCTION
Administrative empowerment is a real investment in human resources of any organization due
to its great role in motivating employees, improving their motivation and commitment towards
implementing organization business and increasing communication effectiveness between
organization, employees and customers. Therefore employee’s empowerment helps in
accelerating tasks performance and performing organization with distinct quality, efficient and
high effectiveness. One of the behaviors that are affected by administrative empowerment in
any organization is organizational citizenship behavior. It is a voluntary behavior made by
employee optionally, without such behavior is linked direct of organization's incentives and
rewards. Employee may exchange his ability to carry out the various activities in the
organization by showing the behavior of organizational citizenship behavior through showing
behavior that is not classified within its official role as staff and customer of his organization, and
to avoid causing problems in it, and performing additional work without complaint, and to ensure
the organization effectiveness and development. Therefore the study seeks to shed light on
administrative empowerment and organizational citizenship behavior and analysis of their
relationship in an important sector in Kingdom of Saudi Arabia that is universities employees.
Significance of the Study
The study importance emerges through its attempt fill the lack of research related the link
between concepts of employees administrative empowerment and the organizational citizenship
behavior, where administrative empowerment is one of the main factors that improve employees
performance, which leads to organizations stability, while organizational citizenship is
considered as one of issues that have a significant impact on staff harmony in organizations.
The study importance stems from the importance of the sector it deals with, namely, the
universities sector and the significant role it plays in serving Saudi community and its positive
impact as a learning organization. Since enhancing employees citizenship behavior in these
universities through employees administrative empowerment reflects positively on students in
these Universities, leading to receive better service from those employees.
The study importance also emerges that it will open new horizons for research areas in
administrative empowerment and organizational citizenship behavior in many aspects. The
results of this study and its recommendations will also contribute to providing important
information for decision makers on the level of administrative empowerment and organizational
citizenship behavior in Saudi universities. Take appropriate measures to raise the level of
efficiency and effectiveness of the employees in these universities.
© Alsharah
Licensed under Creative Common Page 582
Study Problem
Many organizations suffer from the existence of bureaucratic departments that believe in
decision centrality and the lack of delegated authority to subordinates, which leads to delay in
work completion due to many steps in which transactions completion related to work, which can
have negative results at all levels, Therefore the interest in employees empowerment concept
emerges in organizations, which seeks to give employees the powers and responsibilities and
give them freedom and confidence to perform the work in their own way without administration
direct intervention, which leads to encourage employees to participate and to take the
appropriate decisions and Eliminate the administrative rigidity between management and
employees, which makes the interest of employees empowerment as an essential element for
organizations success. Therefore, the implementation of empowerment strategy may help
organization to provide a positive level of organizational citizenship behaviour among its
employees, which has the effect of encouraging employees to make additional effort and
overcome what is expected of them towards their organization.
Study Objectives
The study aims at the following:
A. To. Know the impact of administrative empowerment on organizational citizenship level
among employees in Saudi universities included in the study.
B. To know the level of employee’s administrative empowerment in Saudi universities included
in the study.
C. To know the reality of organizational citizenship among Saudi universities employees
included in the study.
D. To contribute to increasing efficiency and effectiveness of Saudi universities by presenting
recommendations and suggestions that contribute to increasing the implementation of
employees empowering concept and granting administrative powers to employees and thus
increasing the level of their organizational citizenship.
Hypotheses of the study
Based on the above mentioned regarding the relationship of administrative empowerment to
organizational citizenship behaviour, the hypotheses of the current study are as follows:
The main hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, employees
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 583
motivating) on organizational citizenship behavior (altruism, courtesy, sportsmanship, civic
virtue and conscientiousness) among Saudi universities employees.
First Sub Hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, motivation
of employees) on altruism dimension among Saudi university employees.
Second Sub Hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, motivation
of employees) on Courtesy dimension among Saudi university employees.
Third Sub Hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, motivation
of employees) on sportsmanship dimension among Saudi university employees.
Forth Sub Hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, motivation
of employees) on Civic Virtue dimension among Saudi university employees.
Fifth Sub Hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, motivation
of employees) on Conscientiousness dimension among Saudi university employees.
Study Limitations
A. Human limitations: The study was restricted on four governmental universities employees,
namely: King Saud University, Imam Muhammad Bin Saud Islamic University, Saudi Electronic
University, Princess Noura Bint Abdul Rahman University, and four private universities, namely:
Prince Sultan University, Al Yamamah University, Faculties of the East, Dar Al Uloom
University.
B. Time limitation: the period from (1/11/2017-1/7/2018).
C. Scientific limitations: administrative empowerment with its different dimensions and
organizational citizenship behavior with its various dimensions in Saudi universities.
© Alsharah
Licensed under Creative Common Page 584
PREVIOUS STUDIES
- Musleh & Milhem, (2017) study aims to identify the administrative empowerment and its
relationship to the level of organizational citizenship on the application of Palestinian ministries
in Qalqilya city, The population of the study consisted of the Palestinian ministries employees in
Qalqilya city, The most important results of the research: There were significant relationship
between the administrative empowerment domains and the level of organizational citizenship.
The researchers have recommended to Developing and training ministries employees and
utilized their abilities, through rehabilitation and upgrading their skills by holding specialized
training courses, based on job analysis, and Conducting evaluation sessions for employees,
and listen to their ideas and examine their needs which should be taken seriously by holding
workshops regularly.
- Demirkıran and Taşkaya, (2016) study aimed to examine the relationship between employees’
empowerment and organizational stress. The study results indicated that that participants’
employees empowerment score was at a moderate level and organizational stress score was
high The study also found, negative relationships between employee empowerment and
sources of stress authority structure.
- Almasri, (2015) The purpose of this research study is to observe the relationship between job
involvement and the organizational citizenship behavior on doctors working at the governmental
hospitals. This study also aims at identifying the level of job involvement and investigating the
degree of doctors' practicing the behavior of organizational citizenship. The researcher has
used the descriptive analytical approach in describing and analyzing the phenomenon. The
results of the study showed a positive relationship between job involvement and the
organizational citizenship behavior. As it showed a positive relationship between job
involvement dimensions (emotional involvement ,cognitive involvement and behavioral
involvement) and the organizational citizenship behavior. The research included a set of
recommendations and the most important are: Thework on developing doctors' emotional job
involvement at the governmental hospitals in the Gaza strip. Enforcing the behavioral
involvement for doctors atthe governmental hospitals Increasing the awareness level of
organizational citizenship importance for doctors and its results for patients particularly and
hospital generally. Working on maximizing and optimizing job involvement and organizational
citizenship for doctors regardless of their characters' differences and caring about them since
they are recently considered of the most important human resources.
- Harper, (2015) aimed to investigate organizational citizenship behavior towards sustainability
in the United States of America. The study used the analytical descriptive approach. The study
demonstrated clear concept of organizational citizenship behavior towards sustainability. The
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 585
study recommended paying attention for implementing continuously organizational citizenship
behavior.
- Jasem et al, (2014) study aimed to measure organizational citizenship behavior towards level
for a sample of Economy and Administrative faculty staff in Baghdad University and Dejla
University College. The study concluded that there is an interest of these behaviors. The study
recommended that there is a need to maintain high levels of organizational citizenship behavior
among employees Enabling them to perform the task entrusted to them through granting them
more independence and information sharing which is reflected positively on improving their
performance levels.
- Affana (2013) study aimed to investigate the relationship between managerial empowerment
and the effectiveness of teamwork, and the level of their implementation within National
international organizations operating in Gaza Strip.. The study concluded that the level of
administrative empowerment and teamwork effectiveness in national international organizations
operating in Gaza Strip was high, The study recommends a reconsideration of the overall
incentives system, and granting the same with more fair.
- Jawahar, (2013) study aimed to determine the relationship between Job Satisfaction and
Organizational Citizenship Behavior among staff members in higher education institutions in
India . And also aimed at investigating job satisfaction at work and dos it has an impact on
organizational citizenship behaviour. In The study results demonstrate that there is a positive
relationship between job satisfaction and factors that constitute organizational citizenship
behavior.
The current study is different from the previous studies as it is the first study that deals
with the reality of practicing administrative empowerment in Saudi universities and its relation
with organizational citizenship level. The researcher believes that more research should be
done on administrative empowerment subject and its impact on organizational citizenship level
in various Saudi institutions.
THEORETICAL FRAMEWORK
First: Administrative Empowerment: The concept of empowerment is one of contemporary
concepts in administrative thought that advance the human element in contemporary
organization to advanced cooperation, levels of team spirit, self-confidence, creativity,
independent thinking and entrepreneurial spirit, since the concept of empowerment was
developed through the Japanese concept "KAIZEN" which includes the continuous
improvement and development in various practical fields.
© Alsharah
Licensed under Creative Common Page 586
Employees administrative empowerment is a managerial concept that concentrates on human
resources care, improving and strengthening the relationship between leader and subordinates
because it is the basis for administrative work success, subordinates confidence and make
them responsible and provide them with skills that enable them to acquire knowledge and
experience to be able to play a greater role in participation in decision-making and problem
solving.
Empowerment is an important factor and basic key to develop innovation factor within
the organization because it provides an opportunity to develop employee’s skills. It is a new way
to change organizations towards more competitive and complex future than ever before. It also
makes organizations flexible, capable of learning, adapting and catching up competition to meet
customer demands, maintain and expand their market share: In order to implement this study,
the following dimensions were adopted for administrative empowerment:
1-Authority Delegation: Delegation is the mean used to transfer specific powers to lower levels
in the organization, thus employees place themselves at each level of the framework which
enable each of them work in, in order to facilitate executive decision-making.
2-Teamwork: is the completion of work within work teams and groups of employees who have
common task and collective responsibility, and they meet and exchange experiences witch's
help in the task required achievement.
3-Training: it refers to the efforts that aim at providing employees in the organization with the
information that provide them with knowledge, skills and behaviors to perform the job in better
possible way. Therefore, training process aims is directed to enhance employee's self-
confidence, develop his abilities and skills and thus enable him to make decisions and solve
work problems.
4-Effective communication: it is a process that aims to transfer and exchange information
between different managerial levels, under which concepts are unified and ideas are
exchanged.
5-Motivation: Motives play an active role in strengthening relationships between organization
and its employees; they are a set of factors that motivate staff capabilities to exert greater effort
to achieve better results
Second: Organizational citizenship behavior
The concept of the organizational citizenship behavior concept is relatively one of new concepts
in administrative thought, where the concept receives a remarkable attention by researchers
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 587
and administrators because of its close relationship with the most important element in the
organization, namely the human element. Organizational citizenship behavior is defined as
individual voluntary and optional behavior, which does not fall within job description, or within
instructions and work contract, or under the formal motives system in the organization, which
aims at achieving organization objectives and increasing its effectiveness and efficiency
The importance of organizational citizenship is reflected in organization positive results from
internal relations to total output and overall goals. It regulates the mutual relations between
individuals and maintains organization unity and contributes to development and improvement
of performance and enhances organization efficiency. This increases the size of outputs and
achieves success and excellence, due to citizenship flexibility and quitting the routine role,
which stimulates creativity and belonging.
In order carry out this study, the following dimensions of organizational citizenship
behavior were used:
1-Altruism: It refers to the extent which an employee assists employees s (colleagues, heads,
subordinates) in his organization to perform their jobs, and such help also exceeds s
colleagues to include to get the optimal service in the organization.
2-Courtesy: It means employee effort to avoid problems rising and work conflicts, and to take
preventive measures to prevent them. It also includes his awareness of the impact that his
behavior may have on others and therefore his non-aggression on others.
3-Sportsmanship: It indicates employee's ability to perform additional or temporary tasks without
complaining, and utilizing his time and effort to perform his tasks.
4-Civic Virtue: It refers to employee's active participation and responsibility in managing
organization's works and to ensure its success and development through continuous follow-up
of what is written and published as internal announcements and circulars in the organization. It
also means respecting organization’s laws and regulations, maintaining its reputation and
ensuring attendance at meetings and seminars related to work.
5-Conscientiousness: This dimension means employee’s voluntary and elective behavior which
exceeds the minimum requirements of his job, by performing additional work and making
suggestions that contribute to development and improvement of work, and contribute optionally
to solving problems in the organization.
© Alsharah
Licensed under Creative Common Page 588
RESEARCH METHODOLOGY
The Study
This study is based on the descriptive analytical method.
Data Sources
Secondary data was obtained through Arabic and English books and periodicals, formal reports,
journals, thesis, and articles issued by official authorities.
To determine the impact of administrative empowerment on organizational citizenship
level among employees in Saudi universities, we conducted a survey. First, pilot study with
some employees of sample Saudi universities Employee's was undertaken. The purpose of this
pilot study is reviewing the dimensions of administrative empowerment and their impact on
organizational citizenship level. The second step is developing a questionnaire to collect the
needed data from study population.
Study Population & Study Sample
The study population includes all employees in the eight universities under study with different
jobs names. Due to large size of study population and for the selection of a representative
sample for this publication, random sample from these universities employees was used where.
(380) questionnaires were distributed to eight universities, (342) questionnaire we recollected
that is 90% as a response rate. (14) Questionnaire were disregarded due to incompleteness, so
( 328 )questionnaires were valid for statistical analysis purposes.
Figure 1. Proposed Model
administrative empowerment
delegation of authority
teamwork
training
effective communication
employees motivating
organizational citizenship behavior
altruism
Courtesy
Sportsmanship
Civic Virtue
Conscientiousness
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 589
Model Variables
A. Independent Variable: it is represented by determinants of administrative empowerment:
delegation of authority, teamwork, training, effective communication, employees motivating,
measured by questions 1 to 25 as follow : ( delegation of authority: Questions 1 to 5 teamwork:
Questions 6 to 10 , training: Questions 11 to 15 , effective communication: Questions 16 to 20 ,
employees motivating: Questions 21 to 25.
B. Dependent Variable: it is represented by determinants of organizational citizenship
behaviour: Altruism ,Courtesy ,Sportsmanship ,Civic Virtue ,Conscientiousness, measured by
questions 26 to 51 as follow : (Altruism: Questions 26 to 30, Courtesy: Questions 31 to 36,
Sportsmanship: Questions 37 to 41, Civic Virtue: Questions 42 to 46, Conscientiousness:
Questions 47 to 51.
Instrument Validity
To find out questionnaire’s statements validity, the questionnaire was presented to a group of
professional referees. All necessary steps were made either deletion and modify in light of
provided suggestions by referees.
Instrument Reliability
Cronbach Alpha coefficient was used to measure study sample responses credibility of
questionnaire statements. This coefficient is based on measurement of questionnaire’s
statements internal consistency ability to give results compatible to respondent’s responses
towards questionnaire’s statements questionnaire. Alpha can be interpreted as internal
consistency coefficient between responses, therefore its value is ranging between (zero and 1),
and Alpha coefficient accepted statistical value is (60%) or more in order scale credibility to be.
Table 1: Variables Reliability Values
Reliability Values Variables
82 % Delegation of authority
administrative
empowerment
78 % Teamwork
86 % Training
87 % Effective communication
77 % Employees motivating
89 % Altruism
organizational
citizenship behaviour
90% Courtesy
91% Sportsmanship
85 % Civic virtue
80 % Conscientiousness
© Alsharah
Licensed under Creative Common Page 590
ANALYSIS AND FINDINGS
Study’s sample characteristics
Table 2: Sample Characteristics
Gender Frequency Percentage%
male 151 71.2
female 61 28.8
Total 328 100
Age Frequency Percentage%
Less than 30 122 57.6
31- 40 years 71 33.5
41-50 years 13 6.1
More than 50 years 6 2.8
Total 328 100
Educational Level Frequency Percentage%
high school 41 19.2
diploma 19 9
bachelor's degree 123 58.1
master's degree 29 13.7
Total 328 100
Experience Frequency Percentage%
Less than 5 years 128 60.4
5-10 years 63 29.7
11-20 years 11 5.2
More than 20 years 10 4.7
Total 328 100
Table (2) indicates that males percent in study sample was 71.2 % of the total study sample,
while female percent was 28.8 %. Males high percent in the sample is due to increase number
of male staff. Sample distribution according to Age results indicates that 57.6 % of study
sample, are of age group less than 30 years, and it is the highest percent of the total study
sample. This reflects the concentration of this group in Saudi university, while the age group(31-
40) years ranked the second with 33.5 % of the total sample, 6.1 %of the total sample are of the
age group between 41-50 years . Age group (50 +) ranked the last with 2.8 %of the total
sample. This indicates that Saudi banks university on employing youth people. Sample
distribution according to educational level results indicate 58.1%, of sample is concentrated in
those who have bachelor's degree While 19.2 % of the total sample have high secondary
school, Those who have master degree ranked the third with 13.7 % of the total sample, While
diploma holders amounting 9 % of the total sample ranked the last. Sample distribution by years
of experience results indicate that study sample is concentrated on those who have experience
less than five years, with 60.4 % of the total sample, because most of study sample are young.
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 591
Those who have 5-10 years' experience ranked the second amounting 29.7 % of the total
sample, while the percent of those who have experience 11 -20 years with 5.2 % of total
sample. Finally, employees whom their experience more than 20 years, amounting 4.7 %.
Table 3: Means and standard deviations of questionnaire statement
No. Statement Mean Standard
Deviation
1 My boss grants me sufficient authorities to perform my job tasks 4.35 1.933
2 My boss trusts my ability to perform the tasks entrusted to me 4.18 1.820
3 My boss do not exercise the delegated powers to me during the
authorization period
4.84 1.755
4 My boss provides me with the flexibility to act my tasks 4.03 1.562
5 My job provides me with the opportunity to take decisions independently 4.22 1.838
6 Cooperation climes are available between work colleagues 3.32 1.353
7 The university focuses on team performance rather than individual
performance
1.21 0.275
8 Trust prevails among members of working groups within the university 3.25 1.934
9 Work teams at the university are able to implement their decisions 2.56 0.566
10 The University supports formation of work teams 3.09 1.105
11 The University adopts clear training plan 4.22 1.351
12 The university provides me with training courses to develop my skills 3.90 1.276
13 The University encourages its staff to share their experiences 3.46 1.123
14 The University offers its employees with opportunities to learn and acquire
new skills in work field
3.93 1.292
15 The university seeks to develop its employee’s skills 3.65 1.126
16 University instructions are clear and transparent 3.54 1.342
17 Employees can easily contact decision-makers 2.82 0.840
18 The University provides effective communication means 2.94 0.895
19 There is an information system that provides information quickly to decision
makers
2.92 0.844
20 The University is easily distinguished by its followed procedures 3.05 1.010
21 The University appreciates employee’s efforts 3.96 1.452
22 The University's work system allows me to participate in decision-making 3.42 1.360
23 The salary I receive fit with the efforts I make at work 3.38 1.370
24 I feel with job promotion system fairness at the university 3.11 1.121
25 Staff efficiency is an important criterion in the promotion system 3.0 6 1.012
26 I assist new staff and inform them my experiences 4.28 1.930
27 I help my colleagues to carry out the tasks entrusted to them 4.24 1.865
28 I collaborate with my supervisors to do business best 4.15 1.556
29 I did not hesitate in helping my colleagues when they have many burdens 4.43 1.856
30 I provide students and customers to get excellent service 4.16 1.673
31 I observe to take preventive measures for problems before they occur 3.25 1.245
32 I observe the impact which my behavior leaves on others 3.87 1.561
33 IAvoid calling up problems at work 4.14 1.514
34 I, talk with pleasure with others regarding work advantages 4.10 1.564
35 I, do not violate others rights 4.90 1.956
© Alsharah
Licensed under Creative Common Page 592
36 I. do not show displeasure when hospital management makes managerial
changes
2.10 0.656
37 I do not hesitate to help others even if this requires additional time 3.88 1.902
38 I, utilize my time to do the work 3.68 1.456
39 I am consulting with my colleagues in the event of action affecting them 4.40 1.323
40 I participate in resolving disputes that happen between employees 3.53 1.524
41 I do additional works required without complaining 4.27 1.436
42 I respect regulations and instructions of my university 3.11 1.544
43 I am interested in university status and future 3.07 0.790
44 I always follow internal advertising and circulars 3.83 0.758
45 I notify management in advance when I cannot attend work 4.35 1.933
46 I take precautions to prevent problems before they occur 4.18 1.820
47 I participate in presenting proposals that will develop work procedures 4.84 1.755
48 I, Avoid exaggerating problems and minor harassment at work 4.03 1.562
49 I contribute to solving problems at my university 4.23 1.838
50 I, Participate in voluntary work that contributes to improving the university
image in society 4.03 1.562
51 I, Report errors when I find them inside the university 4.22 1.838
Study Variables Description
Table (3) indicates means and the standard deviations of research sample responses regarding
administrative empowerment dimensions and organizational citizenship dimensions. Table (4)
indicates that sample responses regarding administrative empowerment dimensions were
more than the mean (3.47), since sample responses on questions related to authority delegation
were of high per cent with a mean (4.38) this means that there is sufficient authority delegation
that aim at completing the functions of the employees of Saudi universities And that there is
appropriate flexibility for tasks performance, followed by questions related to training with a
mean (3.84), since it was found that universities in question adopt a clear plan for training and
provide training courses to develop their employees skills and abilities. Work teams as a
dimension of administrative empowerment ranked the last. Study sample considers that
university's systems do not focus on team performance rather than individual performance, and
work teams at the university are unable to implement decisions they take.
The main reason for this difference regarding administrative empowerment dimensions
order may be due to laws, regulations and principles existence that allow authority delegation
to subordinates and focuses employees training importance, which leads to expansion their use
in many departments in the university. Some instructions may also have a role in focusing on
evaluating Individual performance rather than team performance.
Table 3...
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 593
Table 4: Means and Standard Deviations of Administrative Empowerment Variables
As for study sample organizational citizenship behaviour, Table (5) results indicate that
organizational citizenship behaviour and its five dimensions was more than the mean.
Organizational citizenship behaviour mean was (3.98). The highest mean of conscience
awareness was average (4.27), which indicates that employees participate in providing
proposals that ,may develop work procedures, and contribute to problems solution in their
universities and perform volunteer works.
Altruism mean was (4.25) since results indicate that mean of employees interest in Saudi
universities to help some of them in performing the work and cooperating with, supervisors,
assisting and guiding students and customers to get distinguished service. Results also indicated
that the mean for sport spirit dimension was (3.95). Study sample responses show that
employees do not hesitate to help others even if additional time is required and that they consult
with each other in case measures affecting them were taken. This was followed by courteous
dimension mean (3.73), where the responses showed that employees' keenness to avoid calling
up problems at work, And not to abuse others rights and to take preventive measures for
problems before they occur. Results also indicate that employees show their dissatisfaction when
University management make managerial changes. Civic Virtue ranked the last place with a mean
(3.71), since respondents responses mean was medium regarding regulations and instructions
respect, and follow-up announcements and internal circulars permanently.
Table 5: Means and Standard Deviations for organizational citizenship behavior variables
Standard
Deviation
Mean determinants of administrative
empowerment
1.789 4.38 delegation of authority
0.896 2.69 teamwork
1.233 3.84 training
0.987 3.05 effective communication
1.28 3.39 employees motivating
0.898 3.47 all paragraphs
Standard
Deviation
Mean determinants of organizational
citizenship behaviour
1.776 4.25 Altruism
1.416 3.73 Courtesy
1.532 3.95 Sportsmanship
1.089 3.71 Civic Virtue
1.711 4.27 Conscientiousness
1.504 3.98 all paragraphs
© Alsharah
Licensed under Creative Common Page 594
Hypotheses Testing
The main hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, employees
motivating) on organizational citizenship behaviour (altruism, courtesy, sportsmanship, civic
virtue and conscientiousness) among Saudi universities employees.
Table 6: Simple regression analysis results to test the relationship between
the independent variable (administrative empowerment) and
dependent variable (organizational citizenship behaviour)
R² R Sig F F Calculated Sig T T Calculated
0.367 0.586 0.000 176.965 0.000 13.264
Table (6) shows the relationship between independent variable (administrative empowerment)
and dependent variable (organizational citizenship behaviour). The administrative
empowerment variable (0.367) explained the variation in organizational citizenship behaviour,
and the coefficient of correlation is (0.586). (F) Values were (176.965) and the significance level
(000.0), which is less than the approved significance level (0.05). (T) Calculated values are
(13.264) and the significance level (000.0) is less than the significance level f (0.05). This
indicates that the values of F and T are statistically significant. Therefore null hypothesis is
rejected and the alternative one is accepted. So there is a positive significant impact of
Administrative empowerment on organizational citizenship behaviour. This means that the
existing of administrative empowerment in Saudi universities with its different dimensions
motivates them to carry out optional and voluntary works that are not included in their official
duties.
To investigate the impact of each dimension of administrative empowerment dimension
on organizational citizenship behaviour multiple regression test was used. The results in Table
(7) indicate that organizational citizenship behaviour is positively and statistically affected by the
extent of administrative empowerment of Saudi university employees.
The results of authorization (T = 6.654) and the significance level (0,000) while
motivation (T = 3.134 with a significant level 0.000). Training with (T = 5.422 and significance
level 0,000), effective communication (T = 2.112 and significance level 0,000), and work teams
(T = 2.032 and significance level 0.000). The results also indicated that practicing administrative
authorization by staff (β = 0.337) was the most influential in organizational citizenship behaviour.
The training variable ranked the second (β = 0.291), then the motivation variable ranked third (β
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 595
= 0.212) then Effective communication (β = 0.195)teams Work variable ranked the last (β =
0.112) in the amount of its contribution in influencing organizational citizenship behaviour.
Table 7: Multiple regression analysis results of impact of administrative
empowerment dimensions on organizational citizenship behavior
organizational )dependent Variable
citizenship behaviour) Independent Variable
Sig T β B
0.000 6.654 0.337 0.268 delegation of authority
0.000 2.032 0.112 0.101 teamwork
0.000 5.422 0.291 0.206 training
0.000 2.112 0.195 0.154 effective communication
0.000 3.134 0.212 0.184 employees motivating
First Sub Hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, motivation
of employees) on altruism dimension among Saudi university employees.
Table 8: Simple Regression analysis results regarding testing the relationship between
independent variable (administrative empowerment) and dependent variable (the altruism)
R² R Sig F F Calculated Sig T T Calculated
0.393 0.590 0.000 134.928 0.000 12.357
Table (8) shows the relationship between independent variable (administrative empowerment)
and dependent variable (the altruism). The administrative empowerment variable (0.393)
explained the variation independent variable, and the coefficient of correlation is (0.590). (F)
Values were (134.928) and the significance level (000.0), which is less than the approved
significance level (0.05).
(T) Calculated values are (12.357) and the significance level (000.0) is less than the
significance level f (0.05). This indicates that the values of F and T are statistically significant.
Therefore null hypothesis is rejected and the alternative one is accepted. So there is a positive
significant impact of Administrative empowerment on the altruism behavior. This means that
there is cooperation and assistance in accomplishing the work among the employees in the
Saudi universities as well as the interest to help the students and the customers to get excellent
service.
To investigate the impact of each dimension of administrative empowerment dimension
on the altruism behavior multiple regression test was used. The results in Table (9) indicate that
© Alsharah
Licensed under Creative Common Page 596
the altruism behavior is positively and statistically affected by the extent of administrative
empowerment of Saudi university employees. The results of authorization (T =7.153) and the
significance level (0,000) while motivation (T =3.578 with a significant level 0.000). Training
with (T =5.713 and significance level 0,000), effective communication (T = 2.176 and
significance level 0,004), and work teams (T = 2.162 and significance level 0.000). The results
also indicated that practicing administrative authorization by staff (β =0.368) was the most
influential in the altruism behavior. The training variable ranked the second (β =0.297), then the
motivation variable ranked third (β =0.287) then Effective communication (β =0.208) Work
teams variable ranked the last (β =0.165) in the amount of its contribution in influencing the
altruism behaviour.
Table 9: Multiple regression analysis results for impact of administrative
empowerment dimensions on dependent variable (altruism)
Altruism) )dependent Variable Independent Variable
Sig T β B
0.000 7.153 0.368 0.297 delegation of authority
0.000 2.162 0.165 0.118 teamwork
0.000 5.713 0.297 0.217 training
0.004 2.176 0.208 0.166 effective communication
0.000 3.578 0.287 0.208 employees motivating
Second Sub Hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, motivation
of employees) on Courtesy dimension among Saudi university employees.
Table 10: Simple Regression analysis results regarding testing the relationship between
independent variable (administrative empowerment) and dependent variable (the Courtesy)
R² R Sig F F Calculated Sig T T Calculated
0.375 0.595 0.000 121.812 0.000 11.275
Table (10) shows the relationship between independent variable (administrative empowerment)
and dependent variable (the Courtesy). The administrative empowerment variable (0.375)
explained the variation independent variable, and the coefficient of correlation is (0.595). (F)
Values were (121.812) and the significance level (000.0), which is less than the approved
significance level (0.05).
(T) Calculated values are (11.275) and the significance level (000.0) is less than the
significance level f (0.05). This indicates that the values of F and T are statistically significant.
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 597
Therefore null hypothesis is rejected and the alternative one is accepted. So there is a positive
significant impact of Administrative empowerment on the Courtesy behavior.
This means the employees in the Saudi universities take preventive measures before
they occur and avoid problems at work. To investigate the impact of each dimension of
administrative empowerment dimension on the Courtesy behavior multiple regression test was
used. The results in Table (11) indicate that the Courtesy behavior is positively and statistically
affected by the extent of administrative empowerment of Saudi university employees.
The results of authorization (6.896) and the significance level (0,000) while motivation (T
=3.498 with a significant level 0.000). Training with (T = 5.223 and significance level 0,003),
effective communication (T = 2.110 and significance level 0,007), and work teams (T = 2.109
and significance level 0.000). The results also indicated that practicing administrative
authorization by staff (β =0.327) was the most influential in the altruism behavior. the motivation
variable ranked the second (β =0.264), then the training variable ranked third (β =0.243) then
Effective communication (β =0.212) teams work variable ranked the last (β =0.189) in the
amount of its contribution in influencing the Courtesy behavior.
Table 11: Multiple regression analysis results for impact of administrative
empowerment dimensions on dependent variable (Courtesy)
Courtesy) )dependent Variable Independent Variable
Sig T β B
0.000 6.896 0.327 0.274 delegation of authority
0.000 2.109 0.189 0.134 teamwork
0.003 5.223 0.243 0.210 training
0.007 2.110 0.212 0.154 effective communication
0.000 3.498 0.264 0.232 employees motivating
Third Sub Hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, motivation
of employees) on sportsmanship dimension among Saudi university employees.
Table 12: Simple Regression analysis results regarding testing the relationship between
independent variable (administrative empowerment) and dependent variable (sportsmanship)
R² R Sig F F Calculated Sig T T Calculated
0.391 0.585 0.000 131.897 0.001 11.312
Table (12) shows the relationship between independent variable (administrative empowerment)
and dependent variable (sportsmanship). The administrative empowerment variable (0.391)
© Alsharah
Licensed under Creative Common Page 598
explained the variation independent variable, and the coefficient of correlation is (0.585). (F)
Values were (131.897) and the significance level (000.0), which is less than the approved
significance level (0.05).
(T) Calculated values are (11.312) and the significance level (000.1) is less than the
significance level (0.05). This indicates that the values of F and T are statistically significant.
Therefore null hypothesis is rejected and the alternative one is accepted. So there is a positive
significant impact of Administrative empowerment on sportsmanship behavior. This means the
employees in the Saudi universities do additional work without complaint and consult with each
other in case of action affecting them.
The results of authorization (6.965) and the significance level (0,000) while motivation (T
=3.488 with a significant level 0.002). Training with (T =5.412 and significance level 0,000),
effective communication (T =2.121 and significance level 0,004), and work teams (T = 2.113
and significance level 0.000). The results also indicated that practicing administrative
authorization by staff (β =0.324) was the most influential in sportsmanship behavior. the
motivation variable ranked the second (β =0.291), then the training variable ranked third (β
=0.265) then Effective communication (β =0.201 )teams work variable ranked the last (β =0.161)
in the amount of its contribution in influencing sportsmanship behavior.
Table 13: Multiple regression analysis results for impact of administrative
empowerment dimensions on dependent variable (sportsmanship)
(sportsmanship)dependent Variable Independent Variable
Sig T β B
0.000 6.965 0.324 0.277 delegation of authority
0.002 3.488 0.291 0.251 teamwork
0.000 5.412 0.265 0.235 training
0.004 2.121 0.201 0.163 effective communication
0.000 2.113 0.161 0.109 employees motivating
Forth Sub Hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, motivation
of employees) on Civic Virtue dimension among Saudi university employees.
Table 14: Simple Regression analysis results regarding testing the relationship between
independent variable (administrative empowerment) and dependent variable (Civic Virtue)
R² R Sig F F Calculated Sig T T Calculated
0.373 0.597 0.000 127.765 0.000 10.917
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 599
Table (14) shows the relationship between independent variable (administrative empowerment)
and dependent variable (Civic Virtue). The administrative empowerment variable (0.373)
explained the variation independent variable, and the coefficient of correlation is (0.597). (F)
Values were (127.765) and the significance level (000.0), which is less than the approved
significance level (0.05).
(T) Calculated values are (10.917) and the significance level (000.0) is less than the
significance level f (0.05). This indicates that the values of F and T are statistically significant.
Therefore null hypothesis is rejected and the alternative one is accepted. So there is a positive
significant impact of Administrative empowerment on Civic Virtue behaviour. This means the
employees in Saudi universities respect regulations and instructions and deal with Top
management in civilized ways.
The results of authorization (6.807) and the significance level (0,000) while motivation (T
4.453= with a significant level 0.002). Training with (T = 4.950 and significance level 0,000),
effective communication (T = 3.326 and significance level 0,000), and work teams (T = 3.116
and significance level 0.001). The results also indicated that practicing administrative
authorization by staff (β =0.396) was the most influential in Civic Virtue behaviour. The
motivation variable ranked the second (β =0.312), then the training variable ranked third (β
=0.297) then Effective communication (β =0.266 )teams work variable ranked the last (β =0.210)
in the amount of its contribution in influencing Civic Virtue behaviour.
Table 15: Multiple regression analysis results for impact of administrative
empowerment dimensions on dependent variable (Civic Virtue)
Civic Virtue) )dependent Variable Independent Variable
Sig T β B
0.000 6.807 0.396 0.271 delegation of authority
0.001 3.116 0.210 0.163 teamwork
0.000 4.950 0.297 0.209 training
0.000 3.326 0.266 0.195 effective communication
0.002 4.453 0.312 0.212 employees motivating
Fifth Sub Hypothesis: There is a statistically significant positive effect of administrative
empowerment (delegation of authority, teamwork, training, effective communication, motivation
of employees) on Conscientiousness dimension among Saudi university employees.
© Alsharah
Licensed under Creative Common Page 600
Table 16: Simple Regression analysis results regarding testing the relationship
between independent variable (administrative empowerment)
and dependent variable (Conscientiousness)
R² R Sig F F Calculated Sig T T Calculated
0.284 0.494 0.000 128.543 0.000 5.345
Table (15) shows the relationship between independent variable (administrative empowerment)
and dependent variable (Conscientiousness). The administrative empowerment variable (0.284)
explained the variation independent variable, and the coefficient of correlation is (0.494). (F)
Values were (128.543) and the significance level (000.0), which is less than the approved
significance level (0.05).
(T) Calculated values are (5.345) and the significance level (000.0) is less than the
significance level f (0.05). This indicates that the values of F and T are statistically significant.
Therefore null hypothesis is rejected and the alternative one is accepted. So there is a positive
significant impact of Administrative empowerment on Conscientiousness behaviour. This means
the employees in Saudi universities participate in presenting proposals that will develop work
procedures and Avoid exaggerating problems and minor harassment at work. The results of
authorization (8.876) and the significance level (0,001) while motivation (T= 6.982 with a
significant level 0.009). Training with (T =6879 and significance level 0,003), effective
communication (T =5.981 and significance level 0,000), and work teams (T = 4.873 and
significance level 0.002). The results also indicated that practicing administrative authorization
by staff (β =0.765) was the most influential in Conscientiousness behaviour. The training
variable ranked the second (β =0.576), then the motivation variable ranked third (β =0.486),
then Effective communication (β =0.391 )teams work variable ranked the last (β =0.284 ) in the
amount of its contribution in influencing Conscientiousness behaviour.
Table 17: Multiple regression analysis results for impact of administrative
empowerment dimensions on dependent variable (Conscientiousness)
Conscientiousness) )dependent Variable Independent Variable
Sig T β B
0.001 8.876 0.765 0.598 delegation of authority
0.002 4.873 0.284 0.169 teamwork
0.003 6879 0.576 0.421 training
0.000 5.981 0.391 0.293 effective communication
0.000 6.982 0.486 0.366 employees motivating
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 601
SUMMARY AND DISCUSSIONS
1-Study sample responses showed that there is a positive trend towards administrative
empowerment dimensions among employees in Saudi universities. All means for administrative
empowerment with all its dimensions were more the mean save work teams dimension.
Authorization dimension ranked the first , followed by training ,employees motivation . effective
communication and finally work teams.
2-Results showed that there is a positive and high trend towards organizational citizenship
behaviour dimensions among employees in Saudi universities, since conscience consciousness
dimension ranked the first, followed by altruism , sport spirit dimension, courteous dimension
and finally civilized behaviour dimension..
3-It has been shown that there is sufficient authority authorization that aims at completing
employees job tasks in Saudi universities and that there is flexibility to perform tasks,
universities in question are adopting clear plan for training and provide training courses to
develop their employees skills and abilities.
4- Study results showed that university systems do not focus on team performance rather than
individual performance. Work teams also in universities are not able to implement decisions
they take.
5-It has been shown that there is an interest by employees in providing suggestions that
develop work procedures, and interest in assisting and guiding students and customers to
obtain distinguished service. It also shows that employees participate in providing suggestions
that develop work procedures and participate in voluntary works that participate in improving
University image in the community.
6-The results showed that employees showed their dissatisfaction when university management
makes managerial changes. The results also showed that employees' interest in observing
regulations, instructions, declarations follow-up and internal circulars.
7. The results showed that there is a statistically significant positive impact of administrative
empowerment (authority delegation teamwork, training, effective communication, employees
motivation) on the behaviour of organizational citizenship behaviour (altruism, courtesy,
sportsmanship, civilizational behaviour and conscience awareness).
8. Results indicated that there is a positive impact of administrative empowerment dimension on
organizational citizenship behaviour in Saudi universities, since 37% of total variation in
organizational citizenship behaviour which is acceptable present in humanities. This means that
employees empowerment, delegation of authority, training and motivating increases their
organizational citizenship behaviour.
© Alsharah
Licensed under Creative Common Page 602
9. It has been found that authority delegation dimension, is the most important and most
influential dimension in organizational citizenship t behaviour and all its dimensions. This means
sufficient authorizations powers to perform tasks and to trust subordinates, and providing the
opportunity for independent decision taking to contribute positively in enhancing organizational
citizenship behaviour.
RECOMMENDATIONS
Based on the results, the study recommends the following:
1- There is a need to continue granting powers to employees in order to be independent to
make decisions, routine ones in particular
2-Inculcating organizational citizenship behaviour in Saudi universities employees by
encouraging them to help their colleagues and students, avoiding conflicts in work, exploiting
their time in work and ensuring the development and improvement of their tasks.
3-To increase interest in development, training and qualify employees in Saudi universities
through convening training courses based on employees training needs study, in particular
those with have direct contact with students.
4-Saudi universities should increase interest in work groups and focus on team work spirit by
holding workshops and seminars that demonstrate teamwork importance of and the need to
implement it in daily work.
5-.The need to increase the interest in granting incentives based on competence and efficiency,
which increases productivity and loyalty, and thus enhance organizational citizenship behaviour
among workers.
6-The need to increase the interest in holding periodical meetings for employees and to find a
effective communication methods to increase of flow of information speed and ease between
different managerial levels.
7-With regard to future studies, the study recommends the importance of conducting studies on
other sectors such as health, agricultural and industrial sectors in Saudi Arabia and the
importance of linking other variables that measure organizational citizenship behaviour of
among workers.
REFERENCES
Abdul Baqi,Salah uddin Mohammed (2004). human resources management, without edition, Alexandria: University House.
Afaneh, Hassan Marwan,(2013). Administrative Empowerment and its Relation to the Effectiveness of Working Groups in International Institutions in the Gaza Strip, Master Thesis, Al-Azhar University, Gaza.
International Journal of Economics, Commerce and Management, United Kingdom
Licensed under Creative Common Page 603
Al-Ameri, Ahmed Ben Salem, (2003). "Determinants and Effects of Organizational Citizenship Behavior in Organizations", King Abdulaziz University for Economics and Management, Vol.17.NO.2.
Albashabsha, Samer Abdul Majeed and Al-Harhasha, Mohamed Ahmed, (2011). "The Impact of Motivational Dimensions on the Behavior of Organizational Citizenship: An Empirical Study from the Point of View of Workers in the Municipalities of Southern Jordan Governorates: An Empirical Study", Jordanian Journal of Business Administration, Volume 7, No. 4.
Almasri, Mohamed, (2015). Job Involvement and Its Relationship to Organizational Citizenship Behaviour: Study on The Governmental Hospitals- Gaza Strip, Unpublished MA thesis, Gaza: Al-Azhar University.
Al-Raqqad, Hana Khaled, Abu Dayya, Aziza (2012). "Emotional Intelligence among Academic Leaders in the Official Jordanian Universities and its Relationship to the Behavior of Organizational Citizenship among Faculty Members", Journal of the Islamic University for Educational and Psychological Studies, vol.20.N.2.
Al-Shara'a, Attallah, (2018). Human Resources Planning and Recruitment, Riyadh: Dar Al-Thlothia for Publishing and Distribution.
Al-Shara'a, Attallah, Sangeq, Ghalib, (2015). Human Resource Management, Modern Trends and Challenges of the Third Millennium, Amman: Dar Al-Methodiyah Publishing and Distribution.
Aryee, S., Chen, Z., and Budhwar, S. .( 2004). Exchange Fairness and Employee Performance: An Examination of the Relationship between Organizational Politics and Procedural Justice, Organizational Behaviour and Human Decision Processes, No. 94, pp, 1-14.
Demirkıran, Mustafa &TaşkayaSerap , Relationship between Employee Empowerment and Organizational Stress: A Research on Hospital Employees, International Journal of Scientific Study , Vol. 3 , Issue 12.(2016).
Dessler, G( 2016). Human Resource Management, Twelfth Edition, Pearson, Boston(2011).
Effendi,A , (2003) Empowering Employees: An Approach to Continuous Improvement. Arab Organization for Administrative Development. Cairo. Egypt.
Gomez-Mejia, L., Balkin, D., and Cardy, R. (2004). Managing Human Resources, Fourth Edition, New Jersey, Pearson Prentice Hall..
Gomez-Mejia, Luis R, others(2005). Management (people, performance, change), McGraw-Hill Irwin, 2nd Edition, United States of America,.
Greenberg, J., and Baron, R. (2015). Behaviour in Organizations, Eighth edition, New Jersey, Pearson Education, Inc.( 2003).
Harper, P. (2015). Exploring forms of organizational citizenship behaviours (OCB): antecedents and outcomes , Journal of Management and Marketing Research , 182.
Jasem, Nasreen Mohammed, Shneiter, AbdulrahmanTaher, Yas, Ali Taha , (2014). Measuring the Behavior of Organizational Citizenship for a Sample of the Teachers of the College of Management and Economics , University of Baghdad and the College of Degla. Iraq, Baghdad,.
Jawahar, D. (2013) ."Job Satisfaction as a Predictor of Organizational Citizenship Behaviour in India", Global Journal of Business Research.7(1):71-80.
loisch, Ursula(2010) . " The influence of personality factors on organizational citizenship behaviour" Bachelorarbeit An Der Wirtschaftsuniversität Wien – Institut Für Change Management Und Management Developmen.
Magrabi, p. (2001). human resources management. Egyptian Library. Mansoura University. Egypt.
Mamri, Hamza. (2014). "Behavior of organizational citizenship as a tool for organizational effectiveness in modern organizations, Algeria: Journal of Human and Social Sciences, No. 14, Algeria.
Mathis, Robert L.& others(2005).Personnel-Human Resource Management, West Publishing Company ,6th Edition, United States of America .
Mcshane, Steven, & others, (1991). Organizational Behaviour, Tata McGraw- Hill publishing Company limited 3rd Edition , New Delhi,.
Milhem, Mahmoud, Musleh, Atieh, ,(2017). Administrative Empowerment and Organizational Citizenship Level on the Application on Palestinian Ministries on Qalqilya City/ Palestine, Journal of Legal Research No. 16, Al Quds Open University Qalqiliya : Palestine.
Noa, Alia Husni (2013). "The Impact of Organizational Support on Corporate Performance and Organizational Citizenship Behavior. An Applied Study in Industrial Companies in Sahab City." Master Thesis, Department of Business Administration / Business School / Middle East University.
© Alsharah
Licensed under Creative Common Page 604
Organ, D. and Ryan, K.(1995). A meta-analytical review of attitudinal and dispositional predictors of organizational citizenship behaviors. Personnel Psychology, 48, pp, 775-802.
Organ, D.( 1995). Organizational Citizenship Behaviour: The Good Soldier Syndrome. Lexington, MA: Lexington Books.( 1990).
Polat, S. (2009) Organizational citizenship behavioury (OCB) display levels of the teachers at secondary schools according to the perceptions of the school administrators. Procedia Social and Behavioral Sciences, 1, pp 1591–1596.
Rawya Hassan (2004). organizational behavior, without edition, Alexandria: University House .
Sharbatji, Olga and Yusufi, Ahmed and Naasani, Abdul Mohsen(2006), "Factors Affecting the Practitioners' Practices of Organizational Citizenship Behaviors in Application to University Hospitals in Syria", Journal of Aleppo University Research, Science Series.